ABC成本分析法(英文版)
企业常用缩写-中英文对照
企業常用縮寫(注釋:單周27周開始雙周28周開始)5S : 5S管理ABC : 作業制成本制度(Activity-Based Costing)ABB : 實施作業制預算制度(Activity-Based Budgeting)ABM : 作業制成本管理(Activity-Base Management)acceptable limit 允收界限(32周)acceptable process level 允收制程水準acceptable quality level (AQL)允收品質水準allowance 允差analysis of means 平均數分析analysis of variance 變異數分析appraisal cost 評估成本average / mean 平均數average outgoing quality limit (AOQL)平均出廠品質32 周APS : 先進規畫與排程系統(Advanced Planning and Scheduling)ASP : 應用程式服務供應商(Application Service Provider)ATP : 可承諾量(Available To Promise)AVL : 認可的供應商名冊(Approved Vendor List)A/R : account receivable 應收帳款A/P : account payment 應付帳款BIOS : 基本輸入輸出系統basic input and output systemB/B : barebone 裸機B/L : bill of loading 提單(Week 27)Batch (lot) 批Batch size (批量)32 周Bureau of commodity inspection and quarantine BCIQ 商檢局32 周BOM : 物料清單(Bill Of Material)BPR : 企業流程再造(Business Process Reengineering)BSC : 平衡記分卡(Balanced ScoreCard)BTF : 計劃生產(Build To Forecast)BTO : 訂單生產(Build To Order)barcode label : 流水号贴纸CAR : 品质异常修正链轮单(corrective action report )CAT : component approval team 零件承認組CEMS : center of engineering & manufacturing service 工程制造服務中心CLCA : close loop correction action 循環改善措施CPM : 要徑法(Critical Path Method)CPM : 每一百萬個使用者會有幾次抱怨(Complaint per Million) CPSR : customer product standard request 客戶產品規格標準要求CQA : 客验(customer quality assurance)CRM : 客戶關係管理(Customer Relationship Management)CRP : 產能需求規劃(Capacity Requirements Planning)CSD customer service department 客户服务部门CTO : 客製化生產(Configuration To Order)DBR : 限制驅導式排程法(Drum-Buffer-Rope)DCC : 文件資料管制中心(document control center )Defect rate : 不良率DMT : 成熟度驗證(Design Maturing Testing)DVT : 設計驗證(Design Verification Testing)DRP : 運銷資源計劃(Distribution Resource Planning)DSS : 決策支援系統(Decision Support System)deduct AP: 扣除應付帳款EC : 設計變更/工程變更(Engineer Change)ECN : 工程變更通知(engineering change notice )EC : 電子商務(Electronic Commerce)ECRN : 原件規格更改通知(Engineer Change Request Notice)EDI : 電子資料交換(Electronic Data Interchange)EIS : 主管決策系統(Executive Information System)已經用EMC : 電磁相容(Electric Magnetic Compatibility)EMI : 電磁幹擾(electro-magnetic interference)EOQ : 基本經濟訂購量(Economic Order Quantity)EOL : end of line 產品壽命終止ERP: 企業資源規劃(Enterprise Resource Planning)ETD : expected time of departure 預定開航時間ETA : expected time of arrival 預定到達時間(week 29)FAE: 終端應用工程部門(Final Application Engineer)FCST : 預估(Forecast)FG : finished goods 制成品(week 30)FMS : 彈性製造系統(Flexible Manufacture System)FQC : 成品品質管制(Finish or Final Quality Control) 已經用FQA : 成品品質管制(final quality assurance)IE : 工業工程(Industrial engineering )IEC : 國際電工委員會(international electro-technical commission)IPQC : 製程品質管制(In-Process Quality Control)IQC : 進料品質管制(Incoming Quality Control)ISO : 國際標準組織(International Organization for Standardization) ISAR : 首批樣品認可(Initial Sample Approval Request)JIT : 即時管理(Just In Time)KPI : key part index 關鍵指標KM :知識管理(Knowledge Management)L4L : 逐批訂購法(Lot-for-Lot)LTC : 最小總成本法(Least Total Cost)LTQ : leadership through quality 品質領導機制LUC : 最小單位成本(Least Unit Cost)MES : 製造執行系統(Manufacturing Execution System)MC :Material control 物控MO : 製令(Manufacture Order)M/P : 量產mass productionMPS : 主生產排程(Master Production Schedule)MRO : 請修(購)單(Maintenance Repair Operation)MRP : 物料需求規劃(Material Requirement Planning)MRPII : 製造資源計劃(Manufacturing Resource Planning) MVB: mass verification boardNFCF : 更改預估量的通知Notice for Changing ForecastNCMR : 不合格物料審核(non-conformity material report )OEM : 委託代工(Original Equipment Manufacture)ORT : on-going reliability test 生產過程中的可靠度測試ODM : 委託設計與製造(Original Design & Manufacture)OLAP : 線上分析處理(On-Line Analytical Processing)OLTP : 線上交易處理(On-Line Transaction Processing)OM : order management 訂單管理OPT : 最佳生產技術(Optimized Production T echnology) Purchasing data 採購資料(32周)OOB : out of box 開箱檢查OQC : 出貨品質管制(Out-going Quality Control)OPT : optimized production technology 最佳生產技術OQA : 出貨品質保証(Out-going quality assurance)(33周) QE : 品質工程(Quality engineering)QVL : 合格廠商名冊(qualified vendor list )P/C : power cable電源線PC : Production control 生管PE : 生計(34)PDCA : PDCA管理循環(Plan-Do-Check-Action)PCB : 印刷電路板printed circuit boardPCA : printed circuit assembly 印刷電路插件39周PDM : 產品資料管理系統(Product Data Management)PERT : 計畫評核術(Program Evaluation and Review Technique) PIC : person in charge 負責人P L : project leader 左客戶大訂單的全面管理P/L : packing list 裝箱單PO : 訂單(Purchase Order)POH : 預估在手量(Product on Hand)P/n : part number 料號PMC : production and material control 生管及物控管理PM : production management 生產管理PMP : project management plan專案管理計劃書P/R : 試產pilot run(34 周)PVT : project verification testPR : 採購申請Purchase RequestQA : 品質保證(Quality Assurance) 35周QC : 品質管制(Quality Control)QCC : 品管圈(Quality Control Circle)QE : 品質工程(Quality Engineering)QIT : 品質提高小組(quality improvement team)QIP : quality improvement plan 品質改善計劃RCCP : 粗略產能規劃(Rough Cut Capacity Planning)RMA : 退貨驗收Returned Material ApprovalRCN : 設計變更通知(RD change notice)36周ROP : 再訂購點(Re-Order Point)已經用R&D : 研究與開發research and development(36周)S/A : shipping advice 出貨通知38 周S/I : shipping invoice 發貨單SCM : 供應鏈管理(Supply Chain Management)SCAR : 供應商品質異常修正聯絡單(supplier corrective action report)SFC : 現場控制(Shop Floor Control)SIP : 作業指導書standard inspection processSIS : 策略資訊系統(Strategic Information System)SO : 訂單(Sales Order)S/O : shipping order 裝貨通知單37周SOP : 作業指導書standard operation processSOR : 特殊訂單需求(Special Order Request)SPC : 統計製程管制(Statistic Process Control)SQC : 統計品管(statistic quality control )TOC : 限制理論(Theory of Constraints)TOP : 測試作業指導書(test operation process)TPM : 全面生產管理Total Production ManagementTQA : 全面品質保証(total quality assurance )TQC : 全面品質管制(Total Quality Control)TQM : 全面品質管理(Total Quality Management)UCL : up control line 上管制線VAT : value add tax 增值稅WIP : 在製品(Work In Process)Make/send/give/cable quotation for報價:In duplicate一式兩份/ duplicate copy副本triplicate一式三份Expire到期EC: electronic commence電子商務SO/PO: sales order/ purchase order訂單Parcel一批貨batch一次生產量一批5S管理5S是由日本企業研究出來的一種環境塑造方案,其目的在藉由整理(SEIRI)、整頓(SEITON)、清掃(SEISO)、清潔(SEIKETSU)及身美(SHITSUKE)五種行為來創造清潔、明朗、活潑化之環境,以提高效率、品質及顧客滿意度。
ABC作业成本法
作业成本ABC法一、ABC的发展ABC是Activity-Based Costing的英文缩写,即我们通常所说的作业成本法。
它以作业为中心,通过对作业成本的确认和计量,对所有作业活动追踪地动态反映,为尽可能消除"不增值作业",改进"可增值作业"及时提供有用信息,促使损失、浪费减少到最低限度,提高决策、计划、控制的科学性和有效性,促进企业管理水平的不断提高。
作业成本法的研究最早可追溯到本世纪四十年代初。
当时最早提出的概念是"作业会计"(Activity-Based Accounting或Activity Accounting)。
而最早从理论和实践上探讨作业会计的是美国会计学家埃里克?科勒(Eric Kohler)教授。
科勒教授曾任教于美国的西北大学、俄亥俄州立大学和明尼苏达大学,并担任《会计评论》主编达15年之久。
1941年,科勒教授在<<会计论坛>>杂志发表论文首次对作业、作业账户设置等问题进行了讨论,并提出"每项作业都设置一个账户"。
科勒教授在文章中指出:"作业就是一个组织单位对一项工程、一个大型建设项目、一项规划以及一项重要经营的各个具体活动所做出的贡献"。
第二位研究"作业会计"的是乔治?斯托布斯(George.J.Staubus)教授。
在他撰写的会计文献中,Activity Accounting 和Activity Costing经常混用。
他坚持认为:会计是一个信息系统,"作业会计"是一种和决策有用性目标相联系的会计。
研究作业会计首先应明确"作业" 、"成本"和"会计目标?-决策有用性"三个概念。
1971年乔治?斯托布斯教授在具有重大影响的<<作业成本计算和投入产出会计>>一书中,对"作业"、"成本"、"作业成本计算"等概念作了全面阐述。
accaabc成本法
accaabc成本法ACCAABC成本法,是指为了分析和计算企业产品或服务的成本,将所有的相关费用分摊到每一个成本中心,在成本中心的基础上计算产品或服务的成本。
这种方法考虑了产生某种费用的成本中心的实际使用情况,更能准确地分配成本和确定产品或服务的成本,是管理会计中常用的一种成本计算方法。
一、ACCAABC成本法的基本原理ACCAABC成本法的基本原理是成本中心理论。
所谓成本中心是指在企业经营管理过程中产生成本的具体活动或部门。
ACCAABC成本法认为,企业的所有成本都是由各个成本中心产生的,因此要准确计算产品或服务的成本,必须先识别出各个成本中心,并将成本分配到每一个成本中心。
每个成本中心的成本都应包含了直接成本和间接成本。
二、ACCAABC成本法的优点1.准确分析产品或服务的真实成本ACCAABC成本法通过分清每个成本中心的责任和使用情况,确保每件产品或服务都承担了其实际产生的成本,从而可以更准确地分析产品或服务的真实成本,提高成本计算的精度和可靠性。
2.体现了不同成本中心的不同贡献ACCAABC成本法重视不同成本中心之间的协调和平衡,充分考虑到不同成本中心之间的不同贡献和不同作用,有利于企业更好地实现资源优化配置和成本管理的目标。
3.有利于企业的决策ACCAABC成本法准确的成本计算以及成本分析,有助于企业制定更为科学的价格策略,优化生产工艺流程,进一步提高企业经营效益。
三、ACCAABC成本法的局限性1.成本分类和分配过于复杂ACCAABC成本法要实现成本的准确核算和分配,需要更为详细和全面地对各个成本中心进行分类和分析,同时建立强有力的成本管理制度,因此其成本分类和分配工作较为繁琐和复杂。
2.涉及到的变量过多ACCAABC成本法对各个成本中心的分析和计算都涉及到许多变量,包括成本、收入、费用、财务等方面的变量,因此在应用ACCAABC成本法时,需要精确收集和分析大量的数据,才能实现成本的准确计算和分配。
ABC分析法
所谓的ABC分析法可能是指:
∙ABC分类法(Activity Based Classification) 又称帕
累托分析法或巴雷托分析法、柏拉图分析、主次因
素分析法、ABC分析法、ABC法则、分类管理法、
重点管理法、ABC管理法、abc管理、巴雷特分析
法,它是根据事物在技术或经济方面的主要特征,
进行分类排队,分清重点和一般,从而有区别地确
定管理方式的一种分析方法。
由于它把被分析的对
象分成A、B、C三类,所以又称为ABC分析法。
∙ABC成本法(Activity Based Costing)又称作业成本
分析法、作业成本计算法,作业成本核算法,ABC
分析法是基于活动的成本核算系统。
有学者认为,
这种成本核算的思想起源于20 世纪30 年代末、
40 年代初美国会计学家科勒(E. Kolher) 的思想。
科勒发现采用传统的以人工小时来分配间接费用无
法正确计算水力发电行业的成本。
因为相对于主要
用于对设备进行监控和维护的人工来说,水力发电
的主要成本是发电设施等固定资产的折旧和维护费
用等间接费用,而原材料水不需从市场上购进。
因
此,科勒提出了"作业成本计算法"。
abc成本分析法(英文版)
Department 1
Department 2
Department 3
Products
Departmental Overhead Rates
Indirect Labor Indirect Materials Other Overhead
8
Stage One: Costs assigned to pools Cost pools Stage Two: Costs applied to products
Output Unit-Level Costs...
– are resources sacrificed on activities
22
performed on each individual unit of product or service e.g.
Energy used by machines Machine depreciation or repairs
Solution: Activity Based Costing
ACTIVITIES CONSUME RESOURCES PRODUCTS CONSUME ACTIVITIES
14
Activities are used to link resource costs
to products
Solution: Activity Based Costing
ABC uses cost drivers that directly link
13
activities performed to products made. cost drivers are selected which measure the average demand placed on each activity by each product. activity cost pools are assigned to products in proportion to the way that they consume each activity.
卫生经济学中英文对照
卫生经济学中英文名称对照ABC成本分析法active based costinformation imperfectionsA按病种付费diagnosis related groups, DRGs按服务单元付费flat rate按服务项目付费制fee for service, FFS按人头付费capitation澳大利亚卫生福利部Australian Institute of Health andWelfare, AIHWB半变动成本semi-variable cost半固定成本semi-fixed cost保健储蓄Medisave保健基金Medifund保险insurance保险药品参考定价reference pricing保险因子factor of insurance比较分析法horizontal analysis比率分析法ratio analysis边际产量marginal product, 简称MP边际技术替代率MRTS边际利益marginal benefits边际收益递减规律the law of diminishing return边际效用marginal utility变动成本variable cost标准博弈法standard gamble标准成本standard cost不变投入fixed input不可控成本un-controllable costC产出output长期long run沉没成本sunk costs成本cost成本差异调查cost variance investigation成本差异分析cost variance analysis成本的可控制性cost controllability成本的可追踪性cost traceability成本函数cost function“成本加成”管制“cost plus”成本效果分析cost-effectiveness analysis, CEA 成本效益分析cost-benefit analysis, CBA成本效用比cost utility ratio, CUR成本效用分析cost utility analysis, CUA成本行为cost behavior储蓄医疗保险medisave处方分析与反馈prescribing analysis and cost, PACT 纯保费pure premiumD代理失灵agency imperfections单元成本unit cost道德损害moral hazard等产量线equal-product curve等成本线equal-cost curve等级衡量法rating scale定价控制price controls短期short runF非处方药over-the-counter, OTC分步模型法step-model method分摊allocation分摊参数allocation parameter风险risk风险储蓄金reserve风险选择risk selection负债liabilitiesG个人觉察到的需要perceived felt need公平equity供给supply供给弹性supply elasticity供给曲线supply curve供给者诱导需求supplier-induced demand, SID共付co-payment共付保险co-insurance固定成本fixed cost固定价格体系“fixed price”管理费用expense of management管理型医疗保健manage care惯性inertia规模收益不变constant return to scale规模收益递减decreasing return to scale规模收益递增increasing return to scale国家卫生服务National Health Service国家卫生服务制度national health service, NHS国家医疗保险national health service, NHS国民经济核算体系system of national accounts, SNA 过程评价process evaluationH后付制post-paymentJ机会成本opportunity cost基本医疗服务basic medical services疾病预防prevention计量经济学econometrics技术效率technical efficiency价格冻结或消减price freezes and cut“价格歧视”现象price discrimination间接成本indirect cost间接经济负担indirect economic burden间接效益indirect benefit建立单个实际的或虚拟的集资池creating single actual or virtual pools 健抱双全计划medisield健康保护protection健康保险实验rand health insurance experiment, HIE 健康保障health security健康促进promotion健康的生产health production健康筛检screening健康生产函数health production function健康寿命损失年years lived with disability, YLD健康效用指数health utilities index阶梯分摊法step-done allocation method结构分析法vertical analysis结果评价outcome evaluation截面数据cross date净现值net present value, NPV净资产net assetsK柯布-道格拉斯生产函数Cobb-Douglas Form可变投入variable input可控成本controllable cost可缩减成本avoidable cost可替代性interchangeability扣除保险deductiblesL劳动力labor老年医疗保险计划Medicare类似药“me, too” drugs类型学typology利润控制profit controls连带性externality联合作用joint effects of cost and intensity零基预算法zero-base budgeting流动比率current ration流动负债current Liabilities流动性比率liquidity ration流动资产current AssetsM美国卫生保健集资管理局National Care Finance Administration, HCFA 版面数据panel dateN内部收益率internal rate of return, IRR逆向选择adverse selection年当量净效益net equivalent annual benefitF帕累托低效率Pareto inefficiency帕累托改进Pareto improvement帕累托无效率Pareto inefficiency帕累托最优Pareto optimum配给rationing配置效率allocating efficiency平均产量average product, 简称APQ起付线annual deductible潜在减寿年数potential years of life lost, PYLL潜在需要Potential need穷人医疗救济制度Medicaid区域卫生规划regional health planning区域分析法trend analysis全科医生基金持有者general practitioner fund holder, GPFH 全球疾病负担Global Burden of Disease, GBDR容忍区间margin of toleranceS伤残所致生命年损失years lived with disability, LYDs上下法top-down method社会保障social security社会医疗保险medical social insurance“渗透”战略“penetration” strategy生产函数product function生产可能性边界production possibility frontier生命年损失years of life lost, YLLs失能调整生命年disability adjusted life years, DALYs 时间权衡法time trade-off时间相对值discounting rate时间序列数据time-series date市场market收入预算budge for revenue收入支出表operating statement寿命损失年years of life lost, YLL双向或多向分配法double or multiple distribution method 税收为基础的卫生支出tax funded government expenditure on health 私人卫生支出private expenditure on health似然比检验likelihood ratio test速动比率quick ratioT替代指标proxy贴现discount贴现率discount rate通科医生general practitioner, GP通用药品generic drugs通用药品悖论generic paradoxW卫生保健的界定boundaries of health care卫生保健制度(健康保险)health insurance卫生保健总支出Total Expenditure on Health, THE 卫生筹资health financing卫生服务供给supply of health care卫生服务利用health services utilization卫生服务内部市场internal market卫生服务体系health service system卫生服务投入input卫生服务需求demand of health services卫生服务需要health service need卫生服务要求want of health services卫生机构预算budge of health institutions卫生经济学Health Economics卫生资源health resource卫生资源配置health resource allocating卫生总费用(国民卫生帐户)National Health Account卫生总费用核算National Health Accounts, NHA 未来成本future cost无形经济负担intangible economic burden无形效益intangible benefitX系数值allocation value狭义政府卫生支出territorial government expenditure on health 现金比率cash ratio限额保险maximums or ceiling线性回归模型linear regression model消费品consumption commodities消费预算线consumer budget line效果effectiveness效率efficiency效率收益efficiency gains效益benefit效益成本比率benefit-cost ratio效用最大化maximize utility新药研究与开发Research & Development信息不对称性information asymmetry需求demand需求变动changes in demand需求法则law of demand需求量的变动change in quantity demandedY药品管理公司Pharmaceutical Benefits Management 医保双全Medishield医疗保健供给medical insurance supply医疗保险需求medical insurance demand医疗服务体系medical service system医院成本指数hospital cost index医院服务强度指数hospital intensity index医院联合体hospital trust医院作为医生的合作者the hospital as a physicians cooperative 因素分析法factor analysis应收款周转次数receivables turnover影响评价impact evaluation诱导需求induced demand预付制pre-paymentZ增量成本incremental cost“占优”战略“skimming” strategy政府卫生支出general government expenditure on health 支出预算budget for expenditure直接成本direct cost直接分摊法direct allocation method直接经济负担direct economic burden直接效益direct benefit止损线stop loss质量调整生命年quality adjusted life years, QALYs资本capital资产assets资产负债表statement of financial position资产负债率debt ratio资产周转率assets turnover资源分配resource allocation资源汇集pooling resource总产量total product, TP总成本total cost总额预算制global budget最大似然估计maximum likelihood estimation, MLE 最小二乘法ordinary least square, OLS最小化分析cost-minimization analysis, CMA最小平方回归分析法least square regression analysis。
abc成本分析法(英文版)
4
Companies have tended to use direct labour as the overhead application base.
However direct labour is now a relatively minor part of total manufacturing cost. Many tasks that used to be done by hand are now done by automated equipment.
and then to products.
Departmental Overhead Rates 6
Indirect
Stssigned
to pools
Cost pools
Department 1
Indirect Materials
Department 2
Other Overhead
Department 3
Departmental Overhead Rates 7
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Stage Two: Costs applied to products
Indirect Materials
Departmental Overhead Rates 5
Finishing Department Painting Department
Shipping Department
A two stage process is necessary because costs are allocated to departments
ABC作业成本法
ABC作业成本法作业成本法也叫作ABC(Activity-Based Costing)成本法,是基于资源、作业和对象的一种数据模型。
有点难,我尽量用通俗的非财务语言解读下。
ABC成本法的大致逻辑就是,对象消耗作业,作业消耗资源;然后对象与作业之间,作业与资源之间是通过一定的动因关联起来的,这个动因也可以理解为分摊的依据因子。
接来来,我们讲讲如何理解资源、作业和对象。
1、资源资源可以理解为我们制造实际商品或者产生服务所消耗的物资,比如人工、水电、场地、办公用品、材料等等,当然这些资源可以再细分一下,比如说外包人工(变动的)、正式员工(固定的)、办公场地、生产场地等。
所有新产品的产生一定是消耗了一定资源的,就像人之所以存活就是因为有氧气和各种养料的持续消耗。
资源的消耗,通常我们使用货币进行衡量,然后再转化为财务的语言,就是成本了。
所以,我们可以简单的总结下,资源实际上就是我们的金钱消耗,也就是所谓的成本了。
2、作业作业可以简单的理解为环节。
一件产品和服务的产生,通常会经过多道工序或者步骤,之所以要区分作业,就是为了把一件产品的成本在不同的环节上进行拆分,从而可以更精细化的进行成本管理和流程控制。
举个栗子,一个马克杯之所以能出现在我们的办公桌旁,是经过了各种环节的。
概括一下,至少有烧制环节(实际这一个烧制又可以分析更多小环节)、仓储环节、运输环节、销售环节,我们可以把这些环节理解为不同的作业,比如说烧制的作业等。
每一个环节或者作业,都会消耗人工、场地、材料等,如果我们不区分作业,把所有环节一锅炖,就没办法很好的区分一个成本到底消耗在哪里,如果成本出了问题,就更没办法进行追溯。
所以,作业的存在本身就是为了更好回溯资源,利用资源和配置资源。
3、对象对象就比较好理解了,其实就是实际的商品或者无形的服务,是我们消耗了资源、作业之后所得到的一个结果。
对象可以是一个马克杯,也可以是一个APP。
这个逻辑比较复杂,需要很强大的建模能力和大数据作为支撑,目前在大企业里面应用也不是很广泛,而且不同性质的企业之间关于动因这边也千差万别,但是一套比较好的ABC模型,对企业的精细化运营助力又特别大。
常用英文用语(物料管理类)
99 MIL-STD-105D
100 Minimum Inventory
Байду номын сангаас
101 Miscellaneous Requirements
102 Money
103 Moving Average Method
104 Moving Division System
105 MPS(Master Production Schedule)
106 MRP(Material Requirement Planning)
107 Narrow-Aisle Rack System
108 Net Requirements
109 Normal Purchasing
110 Open Market Purchases
常用英文詞匯(物料管理類)
縮寫
中文 橫通道 循環變動 購備時間 最小平方法 書信或電報采購 生命周期,壽命周期 成本法壽命周期 生產線停工 分權采購 批量 低價值 機器 主通道 管理 管理循環 人力 制造前置時間 制造資源計劃 市場性采購 主排程 物料 物料需求計劃 物料安排最大伸縮性 最高存量 積層式物料鋼架 美軍標準105D表 最低存量 雜項需求 金錢 移動平均法 移區制 主制造日程表 物料需求計劃 走道式高架系統 凈需求量 正常性采購 公開市場采購
序號 38 39 40 41
英文 Scheduling Calendars Scheduled Purchasing Scheduled Receipts Seasonal Variation
42 See 43 Secular Trend 44 Secandary cunction 45 Seller's Market 46 Semi-Average Method 47 Shop Calendars 48 Shortage Cost 49 Shrinkage Factor 50 Simple Average Method 51 Speculative Purchasing 52 Special Purchasing 53 Standard Cost Method 54 Vital Few 55 Hard Disk Drive 56 Parts Number 57 Purchase/Procurement 58 Quantity 59 Qualified Vendor List 60 Material Review Board 61 Finished Goods 62 Material Requirement Planning 63 Dependent Demand 64 DestacirlipotfioMnaotefrPiaulrpanodseMofetUhosed of 65 Manufacturing 66 Deviation 67 Double Area System 68 Do 69 Drive-in Pallet Rack 70 Economic Lot-size 71 Secret Purchasing 72 Economic Ordering Quantity 73 Fair Vlure
ABC成本法
ABC成本法(Activity Based Costing)目录∙ 1 什么是ABC成本法∙ 2 ABC分析法的作用∙ 3 ABC成本法是基于活动的成本管理∙ 4 ABC分析法的过程∙ 5 ABC分析法的实施步骤∙ 6 ABC 的实施方法[1]∙7 ABC成本法应用案例o7.1 案例一:农机厂应用ABC成本法o7.2 案例二:ABC成本法在物流系统中的应用[1]什么是ABC成本法ABC成本法又称作业成本分析法、作业成本计算法、作业成本核算法,是基于活动的成本核算系统。
ABC成本法的产生,最早可以追溯到20世纪杰出的会计大师、美国人埃里克·科勒(Eric Kohler)教授。
科勒教授在1952年编著的《会计师词典》中,首次提出了作业、作业帐户、作业会计等概念。
1971年,乔治·斯托布斯(George Staubus)教授在《作业成本计算和投入产出会计》(Activity Costing and Input Output Accounting)中对"作业"、"成本"、"作业会计"、"作业投入产出系统"等概念作了全面、系统的讨论。
这是理论上研究作业会计的第一部宝贵著作。
但是,当时作业成本法却未能在理论界和实业界引起足够的重视。
20世纪80年代后期,随着MRP、CAD、CAM、MIS的广泛应用,以及MRPII、FMS和CIMS的兴起,使得美国实业界普遍感到产品成本住处(?)与现实脱节,成本扭曲普通存在,且扭曲程度令人吃惊。
美国哈佛大学的青年学者库伯(Robin Cooper)和教授卡普兰(Robert S Kaplan)注意到这种情况,在对美国公司调查研究之后,发展了斯托布斯的思想,提出了以作业为基础的成本计算(1988)(Activity Based Costing,简称ABC法)。
作业成本法在过去10年中受到了广泛的关注,新型的咨询公司已经扩展了作业成本法的应用范围并研发出相应的软件。
会计专业名词英语
名词术语表Absorption costing(完全成本法):制造产品的成本报告方法,内容通常包括直接材料、直接人工和制造费用。
Accelerated depreciation method(加速折旧法):一种在资产使用的第1年产生较高的折旧费用,之后年度折旧费用逐渐下降的折旧方法。
Account(账户):用来记录财务报表项目增减变化的会计表格。
Account form(账户式):类似会计恒等式的一种资产负债表格式,它将资产项目列示在表的左边,负债和所有者权益项目列示在表的右边。
Account payable(应付账款):一项因赊购而产生的负债。
Account receivable(应收账款):采取信用方式销售产品或提供服务而应向顾客收取的款项。
Accounting(会计):一个向企业利益相关者提供有关企业经营活动和状况信息的信息系统。
Accounting cycle(会计循环):以分析经济业务并编制分录为起点,以结账后试算平衡表为终点的过程。
Accounting equation(会计恒等式):资产=负债+所有者权益。
Accounting period concept(会计期间概念):一种会计概念,它假定企业的经济寿命可以被划分为若干期间。
Accounting system(会计系统):企业为满足内部管理和外部信息使用者需要而对财务数据进行收集、分类、汇总和报告所采用的方法和程序。
Accounts payable subsidiary ledger(应付账款明细分类账):由各个供应商(债权人)的单个账户组成的分类账。
Accounts receivable subsidiary ledger(应收账款明细分类账):由各个顾客(债务人)的单个账户组成的分类账。
Accounts receivable turnover(应收账款周转率):销售净额与应收账款之间的关系。
这一比率通过销售净额除以平均应收账款净额计算而得,用以衡量年度内应收账款收回的快慢。
中英文对照术语表
---------------------------------------------------------------最新资料推荐------------------------------------------------------中英文对照术语表A Absorption costing(完全成本法)Accelerated depreciation method(加速折旧法) Account(账户) Account form (账户式) Account payable(应付账款) Account receivable (应收账款) Accounting(会计) Accounting cycle(会计循环)Accounting equation(会计恒等式) Accounting period concept (会计期间概念) Accounting system(会计系统) Accounts payable subsidiary ledger(应付账款明细分类账)(应付账款明细分类账) Accounts receivable subsidiary ledger(应收账款明细分类账)(应收账款明细分类账) Accounts receivable turnover (应收账款周转率) Accrual basis(应计制;权责发生制)Accruals(应计项目) Accrued assets(应计资产) Accrued expenses(应计费用) Accrued liabilities(应计负债) Accrued revenues(应计收入) Accumulated depreciation(累计折旧)Accumulated other comprehensive income(累计其他全面收益)(累计其他全面收益) Activity base (driver)(作业基础/动因)Activity-based costing (ABC)(作业成本计算法) Adjusted trial balance(调整后试算平衡表) Adjusting entries(调整分录)Adjusting process(调整过程)Administrative expenses (general expenses)(管理费用(一般费用))Aging the receivables(应收账款账龄分析) Allowance method(备抵法)1/ 12Amortization(摊销)Annuity(年金)Assets(资产)Available-for-sale securities(可供出售证券) Average cost method(平均成本法) Average rate of return(平均回报率) B Balance of the account(账户余额) Balance sheet(资产负债表) Balanced scorecard(平衡记分卡) Bank reconciliation (银行存款余额调节表) Bond(债券) Bond indenture(债券契约) Book value(账面价值) Book value of the asset(资产的账面价值) Boot(补价) Bottleneck(瓶颈) Break-even point (盈亏临界点) Budget(预算) Budget performance report(预算业绩报告) Budgetary slack(预算松弛) Business(企业)Business entity concept(企业主体概念) Business stakeholder (企业利益相关者) Business strategy(企业战略) Business transaction(经济业务) C Capital expenditures(资本性支出) Capital expenditures budget(资本支出预算) Capital investment analysis(资本投资分析)Capital leases(资本性租赁) Capital rationing(资本分配)Carrying amount(账面金额) Cash(现金) Cash basis(现金制;收付实现制) Cash budget(现金预算) Cash dividend(现金股利) Cash equivalents(现金等价物) Cash flows from financing activities(筹资活动现金流量)(筹资活动现金流量)Cash flows from investing activities(投资活动现金流量)(投资活动现金流量) Cash flows from operating activities(经营---------------------------------------------------------------最新资料推荐------------------------------------------------------ 活动现金流量)(经营活动现金流量) Cash payback period(现金回收期) Cash payments journal(现金付款日记账) Cash receipts journal(现金收款日记账) Cash short and over account (现金余缺账户) Certified public accountant (CPA)(注册会计师) Chart of accounts(会计科目表) Clearing account(清理账户) Closing entries(结账分录) Closing process(结账程序) Combination strategy(混合战略) Common stock(普通股)Common-size statement(通用报表) Component(成分;组成部分)Comprehensive income(全面收益)Consolidated financial statements(合并财务报表)(合并财务报表) Consolidation(创立合并) Continuous budgeting(滚动预算) Contra account (抵减账户) Contract rate(约定利率) Contribution margin(贡献毛益) Contribution margin ratio(贡献毛益率) Controllable expenses(可控费用)Controllable variance(可控差异)Controller(主计长)Controlling account(控制账户)Conversion costs(加工成本) Copyright(版权) Corporation (公司) Cost(成本) Cost accounting system(成本会计系统)Cost allocation(成本分配) Cost behavior(成本性态) Cost center(成本中心) Cost of goods sold(产品销售成本) Cost of goods sold budget(产品销售成本预算) Cost of merchandise sold(商品销售成本) Cost of production report(生产成本报3/ 12告) Cost per equivalent unit(单位约当产量成本) Cost price approach(成本价格法)Cost variance(成本差异)Cost-volume-profit analysis(本-量-利分析)Cost-volume-profit chart(本-量-利图) Credit memorandum (贷项通知单) Credits(贷记) Cumulative preferred stock (累积优先股) Currency exchange rate(货币汇率) Current assets(流动资产) Current liabilities(流动负债) Current ratio(流动比率) Currently attainable standards(当前可达标准) D Debit memorandum(借项通知单)Debits(借记) Decentralization(分权) Declining-balance method(余额递减法) Deferred expenses(递延费用) Deferred revenues(递延收入) Deficiency(亏损) Deficit(亏损)Defined benefit plan(固定收益计划) Defined contribution plan (固定缴款计划) Depletion(折耗) Depreciation(折旧)Depreciation expense(折旧费用) Differential analysis(差异分析) Differential cost(差异成本) Differential revenue (差异收入) Differential strategy(差异化战略) Direct labor cost(直接人工成本) Direct labor rate variance(直接人工工资率差异) Direct labor time variance(直接人工工时差异)Direct materials cost(直接材料成本) Direct materials price variance(直接材料价格差异)(直接材料价格差异) Direct materials purchases budget(直接材料采购预算)(直接材料采购---------------------------------------------------------------最新资料推荐------------------------------------------------------ 预算) Direct materials quantity variance(直接材料数量差异)(直接材料数量差异) Direct method(直接法) Direct write-off method(直接注销法) Discontinued operations(停止经营)Discount(贴现息;折价) Discount rate(贴现率) Dishonored note receivable(拒付应收票据) Dividend yield(股利收益率)Division(分部) Doomsday ration(终极流动比率) Double-entry accounting(复式会计) Drawing(提款) DuPont formula(杜邦公式) E Earnings per common share (EPS)(每股收益)Earnings per common share (EPS) on common stock(普通股每股收益) E-commerce(电子商务) Effective interest rate method (实际利率法)Effective rate of interest(实际利率)Electronic funds transfer (EFT)(电子资金转账) Elements of internal control(内部控制要素) Employee fraud(员工舞弊)Employee s earnings record(员工收入记录) Equity method(权益法) Equity securities(权益证券) Equivalent units of production(约当产量) Ethics(伦理) Expenses(费用)Extraordinary items(非常项目) F Factory overhead cost(制造费用) FICA tax(联邦社会保险税) Financial accounting (财务会计) Financial Accounting Standards Board (FASB)(财务会计准则委员会) Financial statements(财务报表) Finished goods inventory(完工产品存货) Finished goods ledger(完工5/ 12产品分类账) First-in, first-out (fifo) method(先进先出法)Fiscal year(会计年度) Fixed (plant) assets(固定资产) Fixed asset impairment(固定资产减值) Fixed assets(固定资产)Fixed costs(固定成本) Flexible budget(弹性预算) FOB (free on board) destination(目的地交货) FOB (free on board) shipping point(装运地交货)(装运地交货) Free cash flow(自由现金流量) Fringe benefits(额外福利) Future value(未来价值,终值) G General journal(普通日记账) General ledger(总分类账) Generally accepted accounting principles (GAAP)(公认会计原则) Goal conflict(目标冲突) Goodwill (商誉) Gross pay(工资总额) Gross profit(毛利) Gross profit method(毛利法) H Held-to-maturity securities(持有至到期证券) High-low method(高低点法) Horizontal analysis (水平分析) I Ideal standards(理想标准) Income from operations (operating income) (营业利润)(营业利润) Income statement(损益表) Income summary(收益汇总) Indirect method (间接法) Inflation(通货膨胀) Initial public offering (IPO)(首次公开招股) Intangible assets(无形资产) Internal controls(内部控制) Internal rate of return method(内含回报率法) Inventory shrinkage(存货损耗) Inventory turnover (存货周转率) Investment center(投资中心) Investment turnover(投资周转率) Investments(投资) Invoice(发票)---------------------------------------------------------------最新资料推荐------------------------------------------------------J Job cost sheet(分批成本计算单) Job order cost system(分批成本计算法) Journal(日记账) Journal entry(日记账分录)Journalizing(编制分录) Just-in-time (JIT) processing(适时加工制) L Last-in, first-out (lifo) method(后进先出法)Ledger(分类账) Leverage(杠杆收益) Liabilities(负债)Limited liability corporation (LLC)(有限责任公司)(有限责任公司) Liquidation(清算) Long-term liabilities(长期负债)Low-cost strategy(低成本战略) Lower-of-cost-or-market (LCM) method(成本与市价孰低法)(成本与市价孰低法) M Management Discussion and Analysis (MDA)(管理层讨论与分析) Managerial accounting(管理会计) Manufacturing business(制造企业)Manufacturing cells(制造单元) Margin of safety(安全边际)Market price approach(市场价格法) Markup(加成) Master budget(全面预算) Matching concept(配比概念) Materiality concept(重要性概念)Materials inventory(材料存货)Materials ledger(材料分类账) Materials requisitions(领料单) Maturity value(到期值) Merchandise inventory(商品存货) Merchandising business(商业企业) Merger(吸收合并)Minority interest(少数股权)Mixed cost(混合成本)Multiple-step income statement (多步式损益表) N Natural business year(自然营业年度) Negotiated price approach(协7/ 12议价格法) Net income(净利润) Net loss(净亏损) Net pay (工资净额) Net present value method(净现值法) Net realizable value(可变现净值) Nonparticipation preferred stock(非参与优先股)(非参与优先股) Note receivable(应收票据) Number of days sales in inventory(存货销售周期)(存货销售周期) Number of days sales in receivables(应收账款周转天数)(应收账款周转天数) Number of times interest charges are earned(利息保障倍数) O Operating leases(经营性租赁)Operating leverage(经营杠杆) Opportunity cost(机会成本)Other comprehensive income(其他全面收益) Other expense(其他费用) Other income(其它收入) Outstanding stock(流通在外股票) Overapplied factory overhead(制造费用过度分配)(制造费用过度分配) Owners equity(所有者权益) P Paid-in capital(实缴资本) Par(面值) Parent company(母公司)Partnership(合伙企业) Partnership agreement(合伙契约)Patents(专利权) Payroll(工资) Payroll register(工资表)Period costs(期间成本) Periodic method(定期盘存制)Permanent differences(永久性差异) Perpetual method(永续盘存制) Petty cash fund(备用金) Physical inventory(实地盘存) Post-closing trial balance(结账后试算平衡表)Posting(过账) Predetermined factory overhead rate(预定制造费用分配率)(预定制造费用分配率) Preferred stock(优先股)---------------------------------------------------------------最新资料推荐------------------------------------------------------ Premium(溢价) Prepaid expenses(预付费用) Present value (现值) Present value concept(现值概念) Present value index(现值指数) Present value of an annuity(年金现值)Price-earnings (P/E) ratio(市盈率) Price-earnings ratio (市盈率) Prior period adjustments(前期调整) Private accounting(内部会计) Proceeds(贴现净额) Process(流程;步骤)Process cost system(分步成本计算法)Process manufacturers(分步制造企业) Product cost concept(产品成本概念) Product costs(产品成本) Production budget(生产预算) Profit center(利润中心) Profit margin(销售利润率)Profitability(获利能力) Profit-volume chart(利润-产量图)Promissory note(承兑票据) Property, plant, and equipment (财产、厂房和设备)(财产、厂房和设备) Proprietorship(独资企业) Public accounting(公共会计) Purchase method(购买法) Purchase return or allowance(购货退回或折让) Purchases discounts(购货折扣) Purchases journal(采购日记账) Q Quick assets(速动资产) Quick ratio(速动比率) R Rate earned on common stockholders equity(普通股股东权益收益率) Rate earned on stockholders equity(股东权益收益率)(股东权益收益率) Rate earned on total assets(总资产收益率) Rate of return on investment (ROI)(投资回报率)(投资回报率) Ratio of fixed9/ 12assets to long-term liabilities(固定资产对长期负债比率)(固定资产对长期负债比率) Ratio of liabilities to stockholders equity(负债对股东权益比率)(负债对股东权益比率) Real accounts(实账户) Realization(变现) Receivables(应收款项) Receiving report(收货单) Relevant range(相关范围)Report form(报告式) Residual income(剩余收益) Residual value(残值)Responsibility accounting(责任会计)Responsibility center(责任中心)Restrictions(限制)Restructuring charge(重组费用) Retail inventory method(零售价格法) Retained earnings(留存收益) Retained earnings statement(留存收益表) Revenue expenditure(收益性支出)Revenue journal(收入日记账) Revenue recognition concept (收入确认概念) Revenues(收入) Reversing entry(转回分录) S Sales(销售收入) Sales budget(销售预算) Sales discounts(销售折扣) Sales mix(销售组合) Sales returns and allowances(销售退回与折让) Selling expenses(销售费用)Service business(服务企业) Service department charges(服务部门费用) Single-step income statement(单步式损益表)Sinking fund(偿债基金) Slide(滑位) Solvency(偿债能力)Special journals(专用日记账) Standard cost(标准成本)Standard cost systems(标准成本系统) Stated value(设定价值) Statement of cash flows(现金流量表) Statement of---------------------------------------------------------------最新资料推荐------------------------------------------------------ members equity(成员权益报表) Statement of owner s equity (所有者权益表) Statement of partnership equity(合伙企业权益表)(合伙企业权益表)Statement of partnership liquidation(合伙企业清算表)(合伙企业清算表) Statement of stockholders equity(股东权益表) Static budget(固定预算)Stock(股票) Stock dividend(股票股利) Stock split(股票分割) Stockholders(股东) Stockholders equity(股东权益)Straight-line method(直线法) Subsidiary company(子公司)Sunk cost(沉没成本) T T account(T 型账户) Target costing (目标成本法) Taxable income(应税所得) Temporary (nominal) accounts(临时性(虚)账户)(临时性(虚)账户) Temporary differences(暂时性差异) Temporary investments(临时性投资)Theory of constraints (TOC)(限制理论) Time tickets(计工单) Time value of money concept(货币时间价值概念)(货币时间价值概念) Total cost concept(完全成本概念) Trade discounts(商业折扣) Trade-in allowance(以旧换新折让)Trademark(商标) Trading securities(交易证券) Transfer price(转移价格) Transposition(换位) Treasury stock(库藏股票) Trial balance(试算平衡) Two-column journal(两栏式日记账) U Uncollectible accounts expense(坏账费用)Underapplied factory overhead(制造费用分配不足)(制造费用分11/ 12配不足) Underwriting firms(证券包销公司) Unearned revenue (预收收入) Unearned revenues(预收收入) Unit contribution margin(单位贡献毛益) Unit of measure concept(计量单位概念) Units-of-production method(产量法) Unrealized holding gain or loss(未实现持有利得或损失) V Value chain(价值链)Variable cost concept(变动成本概念) Variable costing(变动成本计算) Variable costs(变动成本) Venture capitalist (VC)(风险投资家) Vertical analysis(垂直分析) Volume variance(产量差异) Voucher(付款凭单) Voucher system(付款凭单制度) Work in process inventory(在产品存货) Work sheet(工作底稿) Working capital(营运资本) Yield(收益率) Zero-based budgeting(零基预算)。
ABC成本分析法(英文版)
Other Overhead
Department 3
路漫漫其修远兮, 吾将上下而求索
Departmental Overhead Rates
Indirect
Stage One:
Labor
Costs assigned
to pools
Cost pools
Department 1
Stage Two: Costs applied to products
路漫漫其修远兮, 吾将上下而求索
Product costs don’t make sense
Problem: There may be no relationship between the overhead application base and the way that different products cause overhead costs
Why? 1. Allocations are based on unit or volume related measures. 2. Different products consume different amounts of support activities.
路漫漫其修远兮, 吾将上下而求索
路漫漫其修远兮, 吾将上下而求索
Erosion of company profits
Price cuts produce increased sales in units but decreased total revenue
High mark-ups on specialty products didn’t offset the fall in profit margins of high volume products
国外作业成本法推行情况的调查综述
国外作业成本法推行情况的调查综述一、本文概述随着全球经济一体化的深入发展,企业在面临日益激烈的市场竞争环境的也在积极探索更为高效、精细的成本管理方法。
作业成本法(Activity-Based Costing,简称ABC)作为一种先进的成本核算和管理方法,自其诞生以来,便受到了广泛的关注和应用。
本文旨在通过对国外作业成本法推行情况的调查,系统地梳理和综述国外在该领域的实践经验和研究成果,以期为我国企业提供有益的借鉴和启示。
本文将首先介绍作业成本法的基本概念和原理,阐述其在成本管理中的重要性和作用。
接着,通过对国外企业推行作业成本法的案例分析,探讨其在实际应用中的成功经验和存在问题。
在此基础上,文章将进一步总结国外推行作业成本法的关键因素和成功要素,为我国企业实施作业成本法提供有益的参考。
文章还将展望作业成本法的发展趋势和未来前景,为企业在成本管理领域的持续创新提供思路和方向。
二、作业成本法的基本理论框架作业成本法(Activity-Based Costing,简称ABC)是一种先进的成本管理和计算方法,它突破了传统的以产品为成本计算对象的格局,将间接成本和辅助资源更准确地分配到产品和服务中。
ABC的基本理论框架主要包括以下几个方面:成本驱动因素理论:作业成本法认为,成本的产生是由一系列作业活动驱动的,这些作业活动消耗了资源并导致成本的发生。
因此,了解并识别这些成本驱动因素,是实施作业成本法的关键。
作业和作业链理论:作业是成本发生的根本原因,而作业链则描述了从供应商到最终消费者的产品或服务提供过程。
通过分析和优化作业链,企业可以更有效地管理成本。
成本库和成本动因理论:作业成本法将成本划分为不同的成本库,每个成本库代表了一类具有相似性质的作业成本。
成本动因则是将成本库中的成本分配到产品或服务上的依据,它可以是作业的数量、时间、复杂度等。
成本分配和计算:基于成本库和成本动因,作业成本法将间接成本和辅助资源分配到各个产品或服务上,从而提供更准确的产品成本信息。
ABC成本财务分析法(英文版)
Departmental Allocation Bases
Cost Distortions caused by 2stage allocations
❖ There is a no link between the cause of support activity costs and the basis for assigning these costs to products
11
Causes of problems
❖ Increased product diversity ❖ changing cost structures ❖ use of volume-based cost drivers Have resulted in:
distorted product costs
❖ To compete in the marketplace, some companies have had to cut the prices of high volume popular items.
❖ But They have been able to achieve high mark-ups on low volume specialty products.
ABC成本财务分析法(英文版)
Evolution of ABC
❖ Conventional costing systems use a twostage allocation process: 1. service department costs are allocated to production departments. 2. production department overhead costs are allocated to products using a volume-based predetermined overhead rate.
ABC成本分析练习题(Solution additional exercise ABC)
Exercise on Traditional cost systems and ABCGiven:Costs Per Unit X21 Y37Direct labor hours used 100.000 300.000Direct labor cost €1.000.000 €4.500.000Number of times handled 40.000 20.000Number of parts 12.000 8.000Number of design changes 2.000 1.000Number of product setups 8.000 6.000Activity Activity CostsHandling €3.000.000Number of parts 2.400.000Design changes 3.300.000Setups 2.800.000Total €11.500.000Direct material X21: €120Direct material Y37: €140Required:(a)Determine unit costs using a traditional system based on direct labor hours(b)Determine unit costs using ABC(c)Which is more accurate? Explain.(d)Determine the product price under a) and b) if a 25% mark-up price system isused. What do you recommend regarding its pricing?(e) What product-level changes do you suggest on the basis of the ABC analysis?Who would be involved n bringing about your suggested changes?Solution: (a)Manufacturing support cost driver rate= + = € . . . € , 1 15 0 00 0 0 1 0 02 8 7 5 p e r d i r e c t l a b o r h o u r .Costs Per UnitProduct X21 Product Y37Direct materials cost €120,00€140,00Direct labor cost 2 × €10 20,003 × €15 45,00Manufacturing support cost €28,75 × (100.000÷50.000) 57,50€28,75 × (300.000÷100.000)86,25Unit cost€197,50€271,25(b)Costs Allocated to Products Activity Activity Costs Cost Driver Quantity Cost DriverRate X21 Y37Handling€3.000.000 60.000 5050 × 40.00050 × 20.000Number of parts2.400.000 20.000120 120 × 12.000120 × 8.000Design changes3.300.0003.000 1.100 1.100 × 2.000 1.100 × 1.000Setups2.800.000 14.000 200200 × 8.000 200 × 6.000Total €11.500.000€7.240.000 €4.260.000Costs Per UnitX21 Y37Direct materials cost€120,00€140,00Direct labor cost20,00 45,00Manufacturing support cost €7.240.000 ÷ 50.000 144,80€4.260.000 ÷ 100.00042,60Unit cost€284,80€227,60(c) Activity-based costing produces more accurate estimates of job costs because it takes into account the cost drivers that give rise to support costs.(d) Cost-based Prices Product X21 Product Y37Traditional costing1,25 × unit costs in part (a) €246,88 €339,06Activity-based costing1,25 × unit costs in part (b) €356,00 €284,50If Endo plans to continue to use cost-based pricing., it should use activity-based costs as the basis for its markups. Note X21’s current price is not even covering its manufacturing costs as determined using activity-based costing, Conversely, Y37 may be overpriced. Endo should consider raising X21’s price and could consider lowering Y37’s price if competitors are selling the same product for a lower price.(e)The company sells half as many X21’s as Y37’s. but X21 has twice as manydesign changes and 50% more parts. These facts suggest that the company can explore ways to reduce the number of design changes and the number of parts, Management accountants would be involved in developing and communicating the cost of design changes and parts proliferation; design engineers would be directly involved in studying different designs and trying to reduce the number of parts. In addition, sales staff who communicate with customers could make greater efforts to understand customer needs and convey this information to the design engineers.Customer profitability analysisGiven:Assume now that the- Company’s current selling prices are: X21 = €300 & Y37 = €350- Company has two major customers (A & B)Selling and distribution activities CostsTraveling to customers €600.000Delivering to customers €5.000.000Serving customers €400.000Total €6.000.000Customer A Customer BSales X21 5.000 items 45.000 itemsSales Y37 70.000 items 30.000 itemsTotal sales 75.000 items 75.000 items# visits 12 188# deliveries 500 2.000# customer calls 200 1.800Requested:(a)What is the customer profitability under the traditional cost system? The traditionalcost system allocates selling and distribution costs based on sales items.(b)What is the customer profitability under ABC?(c)Explain the results and discuss possible actions to improve customer profitability.Solution:(a)Tradional cost system:Allocation of selling & distribution costs: €6.000.000 / 150.000 items = €40 per itemCustomer A Customer BSalesSales X21 €300 * 5.000 = €1.500.000 €300 * 45.000 = €13.500.000 Sales Y37 €350 * 70.000 = €24.500.000 €350 * 30.000 = €10.500.000 Total sales = 26.000.000 = 24.000.000Cost of salesCosts X21 €197.5 * 5.000 = €987.500 €197.5 * 45.000 = €8.887.500 Costs Y37 €271.25 * 70.000 = €18.987.500 €271.25 * 30.000 = €8.137.500 Total costs = 19.975.000 = 17.025.000Result sales = 6.025.000 = 6.975.000Allocation of selling & distribution costs €40 per item * 75.000 items= 3.000.000€40 per item * 75.000 items= 3.000.000Profit per customer = 3.025.000 = €3.975.000Profit margin 3.025.000/26.000.000= 11,63% 3.975.000/24.000.000= 16,56%(b)CPA based on the ABC system:Allocation of distribution costs:Kostengroep Kosten activiteit Cost driver Cost driver rate Traveling to customers €600.000 200 visits €3.000 per visit Delivering to customers €5.000.000 2.500 deliveries €2.000 per delivery Serving customers €400.000 2.000 calls €200 per callCustomer A Customer BSalesSales X21 €300 * 5.000 = €1.500.000 €300 * 45.000 = €13.500.000 Sales Y37 €350 * 70.000 = €24.500.000 €350 * 30.000 = €10.500.000 Total sales = 26.000.000 = 24.000.000Cost of salesCosts X21 €284.80 * 5.000 = €1.424.000 €284.80 * 45.000 = €12.816.000 Costs Y37 €227.60 * 70.000 = €15.932.000 €227.60 * 30.000 = €6.828.000 Total costs = 17.356.000 = 19.644.000Result sales = 8.644.000 = 4.356.000 Allocation ofdistribution costsTraveling to customers €3000 per vist * 12 visits= 36.000 €3000 per visit * 188 visits= 564.000Delivering to customers €2000 per del.* 500 deliveries= 1.000.000€2000 per del. * 2000 deliveries= 4.000.000Serving customers €200 per call * 200 calls= 40.000€200 per call * 1800 calls= 360.000Total allocation = 1.076.000 = 4.924.000 Profit per cutomer = 7.568.000 = (€568.000)Profit margin 7.568.000/26.000.000= 29,11% (568.000)/24.000.000 = (2,36%)(c)Suggestions:i.Based on the ABC system, we conclude that product Y37 (€350 – €227,6 = €122,4) ismore profitable than product X21 (€300 – €284,8 = €15,2). Customer A mainlypurchases product Y37, customer B purchases both products but especially the less profitable product X21.Possible actions:1.Stimulate customer B to purchase more Y37 and less X21(different productmix)2.Increase profitability of X21a.Increase price of X21 (but: willingness of customers to pay more?)b.Reduce costs (especially: handling & number of parts)ii.Under current prices (€300 and €350) both products are profitable. So besides the costs of the products, the selling and distribution costs are important. The traditional cost system assigns these costs based on the number of items sold. As both customers buy 75,000 items, the traditional cost system assigns the same amount of sales and distribution costs to both customers. The ABC system shows that this allocation is unfair. Customer B requires far more support (i.e. number of visits, number of calls and number of deliveries) than customer A. The ABC system shows that it costsalmost five times more to serve customer B than customer A. Especially the number of deliveries is very costly.Possible actions:1.Convince customer B to ask for less deliveries (no JIT)2.Let customer B pay for extra deliveries (e.g. €2000 per delivery)3.Reduce delivery costs by outsourcing this activity to a third company who isable to deliver this service at a reduced price。
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成功经理人
Departmental Overhead Rates
Indirect Labor Indirect Materials Other Overhead
6
Stage One: Costs assigned to pools Cost pools
Department 1
成功经理人
Erosion of company profits
Price cuts produce increased sales in
11
units but decreased total revenue High mark-ups on specialty products didn‟t offset the fall in profit margins of high volume products
14
to products
成功经理人
Activity Based Costing (ABC)
The objective of activity-based costing is to understand the causes of overhead costs and to identify the real profitability of products and customers.
9
support activity costs and the basis for assigning these costs to products Why? 1. Allocations are based on unit or volume related measures. 2. Different products consume different amounts of support activities.
20
成功经理人
Identifying and Defining Activities 21
Unit-Level Activities Batch-Level Activities
An ACTIVITY is a part of the production process for which management wants a separate reporting of costs. Product-sustaining Activities
1
MAA 703 Management Accounting
Topic 6 Activity-Based Costing
成功经理人
Evolution of ABC
Conventional costing systems use a two-
2
stage allocation process: 1. service department costs are allocated to production departments. 2. production department overhead costs are allocated to products using a volume-based predetermined overhead rate.
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Solution: Activity Based Costing
ACTIVITIES CONSUME RESOURCES PRODUCTS CONSUME ACTIVITIES
Activities are used to link resource costs
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Facility-sustaining Activities
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Questionable profit margins
To compete in the marketplace, some
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companies have had to cut the prices of high volume popular items. But They have been able to achieve high mark-ups on low volume specialty products.
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cost objects and the performance of activities can help solve problems such as distorted product costs poor cost control the form of ABC adopted depends on the problems that need to be addressed
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Departmental Overhead Rates
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Finishing Department Painting Department
Shipping Department
A two stage process is necessary because costs are allocated to departments and then to products.
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Designing an ABC System
Cost Objects (e.g., products and customers)
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Activities
Consumption of Resources
Cost
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Activity Based Costing Departmental Overhead Rates
Plantwide Overhead Rate
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Overhead Allocation
Activity-based costing
is a way of measuring both the cost of
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Product costs don’t make sense
Problem: There may be no relationship
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between the overhead application base and the way that different products cause overhead costs The result: High-volume simple products are overcosted and over-priced Low-volume complex products are under-costed and under-priced 成功经理人
Raw Materials Cost
Products
Departmental Allocation Bases
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Cost Distortions caused by 2-stage allocations
There is a no link between the cause of
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Causes of problems
Increased product diversity changing cost structures
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use of volume-based cost drivers
Have resulted in:
Allocation bases often differ from traditional costing systems. 成功经理人 Overhead rates may be based on activity at capacity.
How Costs are Treated Under Activity-Based Costing
distorted product costs
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Solution: Activity Based Costing
ABC uses cost drivers that directly link
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activities performed to products made. cost drivers are selected which measure the average demand placed on each activity by each product. activity cost pools are assigned to products in proportion to the way that they consume each activity.
Department 2
Department 3
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Departmental Overhead Rates
Indirect Labor
Indirect Materials
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Stage One: Costs assigned to pools Cost pools Stage Two: Costs applied to products
Other Overhead
Department 1
Department 2
Department 3
Products
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Departmental Overhead Rates
Indirect Labor Indirect Materials Other Overhead
Plantwide Overhead Rates
Companies have tended to use direct labour as the overhead application base.
However direct labour is now a relatively minor part of total manufacturing cost. Many tasks that used to be done by hand are now done by automated equipment.